Abstract:

This research dealt with the contribution of psychodynamic group interventions to organisational development (OD). The research consists of a qualitative investigation and was based on a case-study design with the use of multiple cases.
Three different cases were presented, namely where a psychodynamic group intervention was used together with another intervention, where obstacles in a group were to be solved and as an in-house working conference. Random sampling was also done within the cases. Three interventions were done, data was gathered and analysed by means of content analysis, and the results were reported.
It was found in all three cases that a unique contribution was made. Regarding the first case, the intervention was the beginning of a process of change whereby the participants were enabled to develop their identity as a group, from a family business to a company. Participants became aware of underlying conflict, started to own their roles in it, and to take responsibility for addressing the dynamics themselves. In the context in which the intervention was used, the contribution was, however, restricted because its value was only experienced after the intervention.
Regarding the second case, the obstacles influencing the functioning of the team were addressed efficiently after the intervention. Participants were authorised to manage their boundaries more efficiently and to address role differentiation, leading to more open communication and a better work climate.
Regarding the third case, it was found suitable especially for learning diagnostic competencies from a psychodynamic paradigm. Learning occurred on a personal level resulted in the ability of participants to identify dynamics in their organisation and to present similar interventions in their work place.
Recommendations were made for the use of psychodynamic group interventions from a qualitative paradigm, as well as regarding the necessary competencies and a training programme for presenting psychodynamic group interventions.